Chapter Three
- Decision making and problem solving
introduction:
Some management scholars believe that decision making is the basis
Management and its heart, and often managers see it as a process
Making decisions is their primary job because they have to
Continuously choosing what should be done, and who will do this work
When, where and how, therefore, the decision-making process is inherently
A continuous and cross-functional process of planning, organising, directing and controlling.
Definition of the word decision: It is the most appropriate alternative presented and the one that contributes most to achieving the goal or solving the problem.
The word decision means: the final decision and specific will of the decision maker regarding what should and should not be done to reach a specific situation and a specific and final result.
• Decision-making process : Choosing the best alternative to solve the problem after making a comparison between the available and possible alternatives.
•Decision making: It means all the steps required for the decision to come into existence, and it includes the steps of identifying and defining the problem, analyzing and evaluating the problem, collecting data, proposing appropriate solutions, evaluating each solution separately, and then choosing the best solution .
• Decision making : It is the process of thinking, analyzing, and comparing alternatives to form a specific decision formula on a specific issue.
• Decision making: It is the process of choosing a specific alternative, announcing it to those concerned, and documenting it in a formal and transparent manner
**Decision making steps:
· Determine the problem (diagnose the problem
· Data collection
· Present alternatives and choose the appropriate alternative
· Implementing the solution
· Follow up on the implementation of the solution
Types of decisions :
1. Programmed/non-programmed decisions .
a. Programmed decisions . These are the decisions that are characterized as repetitive, routine, and well-defined, and there are prior procedures to solve them. Usually, they are related to simple, repetitive, uncomplicated problems, and the manager has previous experience in dealing with them, so they do not require new information, and they can be programmed through the organization’s information systems. It is easy to identify alternatives. Such as decisions regarding appointment, promotion, disbursing incentives, training employees, and decisions to purchase the organization’s needs.
B- Non-programmed decisions. These are decisions that are characterized as infrequent, non-routine, and not well-defined, and there are no previously known procedures for solving them, and the manager does not have sufficient prior experience with them. These decisions cannot be predicted in their effects or outcomes. They are related to complex and difficult problems, and require new information. They also require... To study, analyze, develop and evaluate alternatives, and requires a good information system and high skill from managers. Example, producing and marketing a new product, merging with another organization, facing new economic, political or strategic conditions in the market . In this type of decision, there are no specific patterns for solving this type of problem, and therefore a state of uncertainty prevails .
2- Expected/unexpected decisions Anticipated and Non -anticipated Decisions
a. Unexpected decisions . These decisions are characterized by the fact that they do not give the decision maker enough time to carry out the stages of the decision-making process, and put the decision maker under the influence of pressure. Example of sudden decisions to face a sudden crisis with some clients .
B. Expected decisions . These are the decisions that are derived from the plan or as a result of converting the plan into a specific executive program. The decision maker is usually exposed to less pressure. .
-3 Short-term/long-term decisions :
a. Short-term decisions . These are decisions that are based on a high degree of certainty and certainty, where sufficient detailed information is available, and are linked to variables that can be controlled and controlled. They are usually taken by managers at lower levels (middle, lower), as they take a short period of time in the future (week - year). Example decisions on training programs, employee compensation, purchasing needs of the organization .
B. Long-term decisions .
These are decisions that are based on high degrees of uncertainty about the future and its variables (prediction of the future), where there is difficulty in providing sufficient accurate information. It is considered
Strategic decisions at the senior management level. Example choosing a new branch location, changing business rules, expansion or merger .
Factors influencing decision making :
1- Personal factors : including the individual’s experience in dealing with this situation and previous situations, the educational level and the amount of information one has. Courage in making a decision, his relationship with others, his ability to make a decision and implement it through them, as well as convincing them of this decision.
2- Professional factors: The administrative level occupied by the decision maker in the unit, where the individual’s ability to make a decision and implement it is affected by the administrative position he occupies as well as the powers available to him.
3- Factors specific to the institution’s policies: such as the philosophy of this institution in involving nurses in decision-making, that is, making it collectively, as well as the presence of clear and available regulations that help the head nurse to make the decision in an easy and sound manner, as well as the position of senior management in the same place to accept and support the implementation of the decision taken and methods of communication. .
4- Available resources: The presence of the necessary resources, including individuals, equipment, tools, money, and sufficient time, can contribute effectively to selecting and implementing the necessary decision or solution.
5- The quality of the decision: Is this decision vital and urgent, or is it one of the routine decisions that are taken on an ongoing basis and can be dealt with in a simple way?
6- Every decision must lead to a result that contributes to achieving the goal.
7-It is not possible to please every person.
8- The process of making effective decisions requires sufficient time.
9- Recognizing the inevitability of change.
10- Establish a system to follow up on every decision.
11- Recognizing that the decision will entail a series of actions.
Decision making qualities:
· The decision is the result of a process through choosing the available alternatives in order to achieve the goal
· Decision making is an intellectual process that includes innovation, receiving and using information
· Decision making is used in all institutions, whether healthy or unhealthy
· Decision-making is carried out in approved stages that are perpendicular to each other, and the result of any stage is considered an input for the next stage.
Mistakes in decision making:
• Inefficiency in obtaining information
• Determine by time
• Bad communication
• Other obstacles such as:
• A) Personal qualities
• b) Lack of experience
• c) Lack of adaptation
• D) Being influenced by an idea
• e) Firmness of opinion
• Not realizing the problem
• Bad diagnosis of the problem of lack of knowledge of the optimal situation .
• Failure to generate new alternatives and simply accepting well-known traditional solutions
• Failure to accurately evaluate alternatives and failure to determine criteria for selecting the optimal alternative ..
• The weak ability of the decision maker to recognize social pressures, customs and traditions, and misconduct in creating a balanced situation between what the decision requires and the pressures, customs and traditions imposed by society. .
• Failure to involve responsible decision makers associated with the problem with those who will be affected by the expected solutions to the problems .
• Failure to develop an action plan to implement the decision or to follow up on the implementation of the decision
. Decision making styles:
· The first type, “making decisions based on experience” : The supervisor here relies on her intelligence, previous experience, and what is called “feeling.” She usually makes the decision quickly and is often unable to explain how or why this decision was made.
The second type: “Decision making through study and analysis” : The supervisor searches for facts by collecting information and organizing ideas to reach from causes to results, and finding relationships that explain phenomena (problems), and she reaches the decision after balancing and reviewing the results.
· Alternatives.
· The third style: “Decision making with a mixture of experience and study ”: The supervisor combines the two previous styles. She does not cling to study for the sake of studying, nor does she ignore real experience. She mixes study with the outcome of practical experience.
. Some behavioral concepts that influence decisions:
There may be many behavioral concepts that affect the stages of decision-making or the effectiveness of sound decision-making. The most important of these influential behavioral concepts are:
· Perception
· The ability to study information
· Value
Problems that affect administrative decision-making .
• Job dissatisfaction.
• Human relations in the health organization.
• Lack of appropriate services.
• work stress. - Lack of technical and administrative competencies .
• Environmental factors.
• Lack of supervision and inspection.
• Weak administrative experience. - Poor distribution of workers
• Difference in specialization. - Poor planning and poor coordination
• Regulations and laws. - Routine and length of procedure